Nonaka and von Krogh (2009) asserted that organizational knowledge creation is sensitive to the social context and that it requires interaction among individuals not only in the same social context but also in different social contexts.
In other words, organizational knowledge creation requires two mechanisms of learning capability, namely, the combination and exchange of knowledge, and also social capital which lubricates these mechanisms.
Dynamic Theory of Organizational knowledge creation
, "Organization Science S, 1: 14-37.
H1: A positive and significant relationship exists between the organization's teamwork-design based TM initiatives and organizational knowledge creation.
TM) in general--and (project) teamwork design in particular--helps build an adequate context for organizational knowledge creation.
According to the definition of knowledge creation, several steps are to be taken for diagnosing organizational knowledge creation
Thus, hospitals should make a serious effort to increase their investment in clinical IT to influence the process of organizational knowledge creation
which allows new knowledge to be more accessible.
It has been suggested that these two domains of management, ST and KM share more, conceptually, than it has been previously acknowledged (Jackson, 2005); and that some pioneers of KM, Nonaka and Takeuchi (1995) for instance, refer to ST when they formulate their theory of organizational knowledge creation
introduced in the early 1990s.
The survey instrument was composed of demographic items and two individual scales: 1) peer mentoring competence and behaviors and 2) organizational knowledge creation
Individuals' learning processes and organizational knowledge creation
were reviewed by means of theoretical and integrative analysis based on a lack of empirical research on the association between these two key factors and performance improvement.
Such a complementarity of tacit and articulate knowledge has also been pointed out in other areas, such as that of organizational knowledge creation
(Nonaka and Takeuchi 1995), and in studies of the knowledge of professionals (for example, Polanyi 1967; Schon 1983), but has yet to be explored in the context of management consulting organizations or professional service firms more generally.
Management development is a result of (and benefiting from) organizational knowledge creation
, but is in turn also contributing to this process.